Mike McDonald's Email

Accomplished maintenance executive with extensive knowledge of equipment and the maintenance practices needed to achieve optimal fleet utilization. Culture changing professional, team builder and ready to lead in a growth-oriented environment. Strengths include extreme industry knowledge, natural communicator and educator, safety focus, cost control, and the ability to create a high performance organization. Open Networker; please feel free to send me an invite at: mike.mcdonaldpersonal@gmail.com Specialties: Building a culture that is driven to excel at all endeavors, a team never satisfied with anything less than being the best!

Director of Fleet Maintenance @ Don Hummer Trucking Corporation is an Iowa-based carrier providing nationwide service. We set ourselves apart from other freight transport companies by being large enough to handle your freight to and from every state, yet small enough that your freight is important to us. At Don Hummer Trucking, we take pride in providing excellent service to you. We deliver your freight safely and on time. We believe this is what sets our company apart, making us the obvious choice among freight transport companies. From April 2014 to Present (1 year 7 months) Oxford, IowaVice President of Fleet Maintenance @ Professional Fleet Maintenance Consultant – focus area on turn around/culture changes/people and program development Most recently acting Vice President of Maintenance for Western Flyer Express, Oklahoma City, OK From August 2013 to Present (2 years 3 months) Oklahoma City, Oklahoma AreaFleet Maintenance Consultant @ Looking for opportunities on a full time employee or contract basis. Let me show you how I can improve your bottom line! From June 2009 to Present (6 years 5 months) Fleet Maintenance Manager @ Managed all maintenance functions at 4 shops, 24/7/365 operation, 38 Techs/Fuelers/Utility, 250 Power units, 1100 Trailers, CAPEX Budget 6.8m OPEX 7m Developed Specs, RFQ, and all functions of procurement for transport equipment and parts, completely changing the tractor and trailer spec to a safer, more cost effective and eco-friendly specification that was customized based on the operation and duty cycles. Disposed of all equipment at the end of its cost effective/reliable life cycle and increased the revenue on sale of equipment 250-300% while reducing the effort/cost involved in disposal. Reduced towing expense by 50% through development of strong SOP's and employee involvement. Increased Tech retention/quality of work and morale at all shops through teambuilding/pay structure overhaul/and open team meetings and consistent leadership and direction. Reduced total OOS units by 50% by implementation of trailer yard management system and team involvement in KPI's driving both leading and lagging indicators of PM/Repairs of units. Improved MPG by improved specs (new units 1.5 MPG higher than fleet average) and improved alignment/tire management/maintenance processes. Designed new fueling structure/tank farm and developed SOP for mobile and stationary fueling that improved safety. Reduced opportunities for spills and cut time to fuel fleet by 40-45%. Directed all in terminal fuel purchasing 17.5m annual Worked closely with safety on driver training, improving driver pre and post trip inspections. From November 2011 to August 2013 (1 year 10 months) Houston, Texas AreaDirector of Maintenance @ Consulted with this fleet on remote shop organization, culture, and staffing issues during 2005 and 2009. Returned in 2010 to take over operation of entire maintenance division – Fleet Maintenance Services. Restructured shop operations in four terminals, outsourcing maintenance in Ashland, KY and Toledo, OH, expanding operations in New Stanton, PA and Wooster, OH. Responsible for maintenance operations for McIlvaine’s tank division – 218 tankers, and van operations – 120 van trailers and power units for both divisions. Implemented paperless shop, fully automated maintenance system in the Wooster maintenance and body shops and the New Stanton maintenance shop. Drove a culture change throughout the organization based on open communication and empowerment. While Interim Safety Director, did a comprehensive analysis of the program and put SOP’s in place to avoid future issues. Trained Drivers, Mechanics and Ops personnel on CSA2010 and was instrumental in development of a tracking tool for the CSA data to allow for ease of understanding to drivers and other related staff. From August 2010 to November 2011 (1 year 4 months) National Fleet Maintenance and Engineering Manager @ Develop budgets for CAPEX ($36.6 million) and OPEX ($6.7 million) for department and manage costs to ensure compliance to budget guidelines while continuously driving strategic goals for fleet improvement in both safety and productivity. Specification development for trailers, tractors, trucks, parts, and related needs for all departments within organization. Manage equipment, procurement and financing ensuring all equipment delivered on spec, on time and on budget. Develop national purchasing agreements for equipment, services and parts. Direct management of two trailer (“R” code certified welding) rehab and manufacturing facilities (24 employees) and seven home office engineering and support staff (licensing and compliance, procurement, engineering, warranty, finance, and administrative). Indirectly manage four regional maintenance managers and 93 technicians staffing 42 company shops throughout North America. Evaluate new and existing technologies and maintenance practices to enhance safety and performance of equipment utilizing the Linde Engineering Management of Change (EMOC) process on all equipment changes and modifications. Work with Regional Maintenance Managers (RMM’s), coaching and training them to consistently administer their support and technical expertise to the locations, conducting semi-annual training meetings, allowing them to deliver the best possible support to the technicians and location managers. Review national, regional, and location costs by cost component area as well as other KPI’s, and work with RMM’s and Regional Transport Managers (RTM’s) to drive BOP. Manage disposal of all equipment, working to maximize prices received to allow for higher Terminal Rental Adjustment Clause (TRAC) values that allow for lower monthly equipment costs to locations. Fleet of 800 tractors; 450 straight trucks; 2123 trailers; 290 ISO shipping containers; 646 railcars; and 53 forklifts as well as other miscellaneous vehicles. From December 2005 to May 2009 (3 years 6 months) Fleet Maint Director @  Managed fleet of 800 tractors and 2500 trailers, ten maintenance locations in four states.  Hire and direct staff of 98 including clerical, wash, tow drivers, tractor-trailer mechanics, shop foremen/managers and other related positions.  Set up system for tracking productivity, hours, overtime, out of service, equipment audits or PM procedures and quality/quantity of PM’s completed at each terminal.  Prepare and present presentations regarding the fleet and maintenance program for quarterly management meetings.  Reduced overtime by an average of 25% over previous year while increasing productivity and lowering employee turnover rates.  Analyze and implement new procedures and technology to lower cost per mile and improve on-time delivery ratio. From 2002 to 2005 (3 years) Service Manager @  Managed 24/6 union shop with staff of 16-20 technicians, three foremen and one clerical support person.  Developed and presented to Board of Directors budget plan for service shop with outline of methods to be used for meeting service sales goals, unapplied time, comeback, and expense goals (2002 goals were at $1.6 million for service, sales and labor). Recruit and hire technicians and foremen to meet staffing plans.  Extensive customer calls, proposals for service programs and follow-up to increase service sales dramatically in order to meet plan requirements.  Develop and administer monthly shop meetings and foremen meetings, continuing education for technicians and foremen, and one on one reviews with technicians concerning production levels and goals for attaining and increasing technician incentive revenue. From 2001 to 2002 (1 year) Maintenance Director @  Set up three new, 24/6 ½ three-shift shop operation and maintenance program including periodic maintenance schedules, checklists and worksheets. Developed reports on equipment utilization and future needs forecasting. Set up standardized policies and procedures for nationwide breakdown situations. Maintained regular communication with outlying terminals and shops regarding maintenance schedules, equipment utilization, and equipment needs.  Hired and directed all maintenance employees including licensing/clerical, working shop foremen, mechanics/technicians, body repair, building maintenance, and tire/wash. Developed and administered departmental training programs both on and off premises.  Developed specs and purchased all new and used equipment for all facilities. Fleet included 168 tractors, 54 straight trucks, 630 trailers, 85 forklifts, 30 automobiles, and other miscellaneous equipment.  Purchased all supplies and contracted services for 18 company owned terminals as well as approved all equipment maintenance with outside vendors at those terminals. Negotiated and coordinated all service contracts including janitorial, grounds and building maintenance company wide.  Maintained relationship with all suppliers providing products, services and equipment including price negotiation. Also negotiated with dealers and vendors on warranty and policy claims beyond warranty. Conducted on site audits and training to ensure maintenance policies and procedures are followed at all shops, terminals and vendors.  Reviewed company expenditures, developed utilization reports, and implemented cost control and management procedures. Ensured vehicle operations department was in compliance with DOT, OSHA, EPA and other regulations. From 1994 to 2001 (7 years) Mechanic/Shop Foreman @ The industry's premier flatbed carrier, TMC is known for its integrity, innovation, highly-trained drivers, impeccably maintained late-model equipment, superior safety record and unwavering dedication to quality and customer service. From 1989 to 1994 (5 years)

Associate of Applied Science Degree, Diesel Truck Technology and Service Managment @ Lincoln Technical Institute From 1985 to 1987 Diploma, General / Ag @ West Marshall From 1981 to 1985 Mike McDonald is skilled in: Logistics, Warehousing, Inventory Management, Supply Chain Management, Six Sigma, Customer Service, Logistics Management, Shipping, Pricing, Income Statement, CDL Class A, CSA 2010, Vehicle Maintenance, Vehicle Tracking, Vehicle Leasing, Specifications, Trucking, Automotive, P&L Management, Recruiting, Leadership, Fleet Management, 3PL, Continuous Improvement, Training, Contract Negotiation, Supervisory Skills, Analysis, Program Management, Vehicles, Freight, Truckload, DOT regulations, Manufacturing, Customer Satisfaction, Project Planning, Process Scheduler, Account Management, LTL, Sales, P&L, Motor Fleet, Supply Chain Operations, Fleet Optimization, Fleet Operations, Coaching, Container, Inventory Control, DOT Regulations